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Expert: Leo Lingham - 6/27/2012
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Question
CASE STUDY : 1
A policy is a plan of action. It is a statement of intention committing the management to a general course of
action. W hen the management drafts a policy statement to cover some features of its personnel programmes,
the statement may often contain an expression of philosophy and principle as w ell. Although it is perfectly
legitimate for an organization to include its philosophy, principles and policy in one policy expression.
Q1) W hy organizations adopt personnel policies explain the benefits?
Leo Lingham
Q2) W hat are the sources and content of personnel policies?
Expertise
human resource
management, human
resource planning, strategic
planning in resource,
management development,
training, business coaching,
management training,
coaching, counseling,
recruitment, selection,
performance management.
Experience
18 years of managerial
working exercise which
covers business planning ,
strategic planning, marketing,
sales management,
management service,
organization development
PLUS
24 years of management
consulting which includes
business planning, corporate
planning, strategic planning,
business development,
product management, human
resource management/
development,training,
business coaching, etc
Q3) Explain few personnel policies?

Q4) Explain principles of personnel policies?
CASE STUDY : 2
Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among w hom
the rights people can be selected. Theoretically, recruitment process is said to end w ith the receipt of
applications, in practice the activity extends to the screening of applications so as to eliminate those w ho are not
qualified for the job.
Recruitment refers to the process of receipt of applications from job seekers. In reality, the term is used to
describe the entire process of employee hiring. These are recruitment boards for railw ays, banks and other
organization.
Q1) Explain in detail the general purpose of recruitment?

Q2) Explain factors governing Recruitment?
Q3) Explain the Recruitment process w ith diagram?
Q4) Explain Recruitment planning?
CASE STUDY : 3
Organizations
Principal---BESTBUSIC ON Pty
Ltd
Education/Credentials
MASTERS IN SC IENC E
MASTERS IN BUSINESS
ADMINSTRATION
Navin AGM materials, is fuming and fretting. He bumped into Kiran, GM Materials, threw the resignation letter on
his table, shouted and w alked out of the room sw iftly.
Navin has reason for his sudden outburst. He has been driven to the w all. Perhaps details of the story w ill tell
the reasons for Navins bile and w hy he put in his papers, barely four months after he took up his assignment.
The year w as 2005 w hen Navin quit the prestigious Sail plant at Mumbai. As a manager material Navin enjoyed
the pow er. He could even place an order for materials w orth Rs 25 lakh. He needed nobodys prior approval.
Navin joined a pulp making plant located at Pune as AGM Materials. The plant is ow ned by a prestigious business
house in India. Obviously perks, designation and reputation of the conglomerate lured Navin aw ay from the
public sector.
W hen he joined the pulp making company, little did Navin realize that he needed prior approval to place an order
for materials w orth Rs 12 lakhs. He had presumed that he had the authority to place an order by himself w orth
half the amount of w hat he used to do at the mega steel maker. He placed the order material arrived, w ere
recived, accepted and used up in the plant.
Trouble started w hen the bill for Rs 12 lakh came from vendor. The accounts department w ithheld payment for
http://en.allexperts.com/q/Human-Resources-2866/2012/6/human-resource-management-21.htm
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the reason that the bill w as not endorsed by Kiran. Kiran rused to sign the bill as his approval w as not taken by
Navin before placing the order.
Navin felt fumigated and cheated. A brief encounter w ith Kiran only aggrarated the problem. Navin w as curtly
told that he should have know n company rules before venturing. Navin decided to quit the company.
Q1) Does the company have an orientation programme?

Q2) If yes how effective is it?
Q3) How is formal Orientation programme conducted?
Q4) If you w ere Navin w hat w ould have you done?
CASE STUDY : 4
Bitter it may taste, shrill it may sound, and sleepless nights it may cause, but it is true. In a major shake up
Airbus. The European aircraft manufacturers has throw n a big shock to its employees. Before coming to the
details of the shock, a peep into the companys resume.
Name Airbus
Created 1970
President CEO : Vijay M.
Employees 57000
Turnover 26 Bn (Euro)
Total Aircraft sold (Feb 2007) 7187
Delivered 4598
Headquarters Paris (France)
Facilities 16
Rival Boeing
Airbus announced on February 27, 2007 that it w ould shed 10,000 jobs across four European contries and sell six
of its unit. N the same day the helpless w orkers did w hat w as expected of them dow ned tools and staged
protests. The protesting w orkers at Airbuss factory at Meaulte, northern France, w ere seen picketing outside the
factory gate after holding up production a day earlier. To be fair to Airbus, its management entered talks w ith
unions before the job loss and sale w as formally announced. But the talks did not mollify the agitated w orkers.
Job sheating and hiring of units are a part of Pow er and restructuring plan unleashed by Airbus to save itself from
increasing loss of its ground to the arch rival, Boeing Co.
Airbus Pow er & Strategy w as first mooted in October 2006 but sparkled a split betw een France & Germany over
the distribution of job losses and the placement of future ones. Later the tw o countries agreed to share both job
losses and new technology.
The pow er and plan, if finalized, w ould mean a 3 per cent reduction to Airbuss 55000 employee strength.
Q1) W hy should Pow er and focus on shedding jobs to save on cost?

Q2) Are there no alternative strategies?
Q3) W ill the proposed shedding of jobs and scale of six units help airbus survive the intense competition from
Boeing?
Q4) Comment on the w hole issue?
Answer
CASE STUDY : 1
A policy is a plan of action. It is a statement of intention committing the management to a general course of
action. W hen the management drafts a policy statement to cover some features of its personnel programmes, the
statement may often contain an expression of philosophy and principle as w ell. Although it is perfectly legitimate
for an organization to include its philosophy, principles and policy in one policy expression.
Q1) W hy organizations adopt personnel policies explain the benefits?
Recruitment and Selection
Policies pertaining to the recruitment and selection process are the foundation of building any w orkforce. You
must have a plan for creating applications, how to prequalify applicants, how applicants move up to become a
candidate and other employment procedures. This set of policies also benefits current employees w ho refer
applicants to your business.
Training and Professional Development
Provisions for employee training and development are included in human resource policy documents because it
informs employees of the kind of professional development available to them. In addition, policies related to
training and development assistance in the formulation of employee development plans or performance
improvement plans. Training and development policies serve as an outline of educational benefits available to
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current employees.
Handling Employee Concerns
Many companies have w ritten procedures for handling employee complaints, w hether they are internal,
informal complaints or allegations made about the employer to enforcement agencies. The benefit of this policy is
to document your companys commitment to nondiscriminatory practices and how such complaints are resolved.
These policies also benefit employees because they provide important information about w orkplace
communication in the event an employee is unsure of w ho she contacts to discuss any concerns or problems.
W orkplace Safety
In a time w hen more than w orker safety in the performance of her job is the primary issue addressed in safety
policies, employers distribute policies that address matters such as w orkplace violence. These types of policies
are generally discussed in detail w ith employee groups; an emergency evacuation policy isnt effective if you dont
discuss it until the emergency happens. Another benefit to having a human resources safety policy is adherence
to federal and state guidelines for w orkplace safety.
Organizational Structure
An introduction to the human resources policy manual explains the organizational structure, w hat departments
fulfill w hich expectations and company leadership. In the introductory section, many employers also explain the
company philosophy as it is related to customer service, co-w orkers, leadership and business ethics. Ethics
statements are extremely popular, especially in a w orld w here social responsibility is observed by so much of the
population. This section of a human resources policy manual may also state the company's compliance w ith
federal, state and local anti-discrimination law s.
Employment Rules
Employees are accustomed to learning specific w orkplace rules such as dress code, discipline procedures,
parking, attendance and w orking hours, holidays, employee benefits and payroll dates. The human resources
policy on these issues is easy accessed by employees w ho have questions, or review ed by new employees eager
to learn more about their new employer. The benefit is that you have a w ritten commitment to employees about
the operation of the business.
==============================================
Q2) W hat are the sources and content of personnel policies?

PERSONNEL POLICY
Personnel policies constitute guide to action. They furnish the general standards or basis on w hich decisions
are reached.
A policy is man-made rule or predetermined course of action that is established to guide the performance of
w ork tow ards the organization. It is a type of standing plan that serves to guide subordinates in the execution of
their w ork------------- Edw in B. Flippo.
Policies include that body of understanding w hich makes the action of each member of group in a given set of
circumstances more predictable to other members. --------Haynes and Massie.
Policies are general statement or understanding w hich guide or channel thinking in decision making of
subordinates. ------Koontz and ODonnell.
Personnel policies are statements of objectives for the guidance of management in its relations w ith
employees.
ORIGIN, DEVELOPMENT AND SOURCES OF PERSONNEL POLICIES
Policies stem from a w ide variety of places and people. They are not created in a vacuum but are based on a few
principal sources, w hich determine the content and meaning of policies. These are:
The past experience of the organization.
The prevailing practices.
The attitude, ideals and philosophy of the board of directors.
The know ledge and experience gained from handling personnel problems.
Employees suggestions and complaints.
Collective bargaining programme.
State and national legislations.
Changes in the countrys economy.
International forces.
Culture of the plant.
The extent of unionism.
The attitudes and social values of labour.
The goals of the organization.
The ethical points of view or the social responsibility.
OBJECTIVES OF PERSONNEL POLICY
Attention on objectives of the organization.

Maximum individual development and satisfaction.
Maximum use of resources.
Offsetting uncertainty and change.
Good industrial relations.
Better control.
Morale.
Consistent treatment.
Continuity of practice.
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CHARACTERISTICS OF PERSONNEL POLICY

1. A personnel policy is formulated in the context of organizational objectives.
2. A policy may be in w ritten or it has to be interpreted from the behaviour of organizational members
particularly people at top.
3. A policy is formulated through the various steps in the decision making process.
4. It provides guidelines.
5. Policy formulation is a function of all managers, how ever top management has important role in policy making.
6. Policy statement should be positive, clear and easily understood by everyone.
7. It provides tw o-w ay communication.
8. It should be balanced and maintain consistency.
PRINCIPLE OF PERSONNEL POLICY

Principle
Principle
Principle
Principle
Principle
Principle
of common interest
of development
of recognition of w ork
of recognition of trade unions
of participation
of change
STEPS IN POLICY
Initiating the needs
Fact findings
Putting the policy in w riting
Communicating the policy
Evaluating the policy.
CONTENTS OF PERSONEL POLICY
Name of the company.

Procedure and techniques of recruitment and selection.
Organizational relationship---allocation of w ork authorities and responsibilities.
W orking conditions.
Training and development--- full details regarding planning objectives and methods of training.
Procedure of handling the grievances.
Rules and regulations.
Joint consultation.
Line of authority.
Collective bargaining.
Industrial relations.
Health and safety.
W elfare.
W ages and salaries.
Q3) Explain few personnel policies?

MAIN POLICY STATEMENTS
1. Employment Policy----------to obtain suitable qualified and experienced personnel and to enable them to
derive satisfaction from employment by offering them attractive w ages, good w orking conditions, security and
opportunities for promotions.
2. Training policy-------to provide adequate training facilities to enable employees to learn to do their job
effectively and to prepare themselves for promotions.
3. W age and salary policy-----to pay w ages and salaries that compare favourably w ith those of other firms
locally w ithin a structure that has due regards for recognized differentials and individual ability.
4. Industrial relation policy-----to operate adequate procedures for dealing w ith disputes and grievances quickly
and make every effort to improve relations betw een management and employees through the use of participative
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method.
5. W elfare policy-----to safeguard the health and safety of all employees and to provide such w elfare and social
activities as are sincerely desired by employees and are mutually beneficial to them and company.
Q4) Explain principles of personnel policies?

Principles of personnel policy
Management
Management for us means assuming responsibility for our stakeholders and delegating at the right level. W e
achieve both predefined and individual goals regardless of personal preferences and w hile maintaining equal
opportunities, irrespective of origin, nationality, sex, sexual orientation, religion or age. Managers challenge and
motivate, in the same w ay as they themselves are challenged and motivated.
Employment plan
The employment plan is discussed annually by the Board of Directors as part of the budget meet-ing. In principle,
w e w ant to avoid any labour reserves. W e cover peak times using interdepartmen-tal support, overtime or
temporary employees.
Staff development
W e demand a high level of commitment and qualifications. W e encourage the development of technical and social
skills through training and further education. Because w e invest a lot in our employees, w e strive to maintain
long-term employment relationships. W e support young people by offering apprenticeships and/or internships.
Social aspects
W e offer progressive w orking conditions and competitive employee benefits. W e also provide as-sistance for
employees w ho use public transport and help w ith health insurance provisions. Smok-ing is only permitted in
designated areas.
Salaries
Our system ensures that our salaries are competitive, gender-neutral and meet requirements. The basic salary is
the main component of the salary. In addition there is a variable component w hich is dependent on the extent to
w hich individually agreed targets are achieved and on the operating performance of the company as a w hole.
More details are available in the Employment Regulations.
Job structure
W e offer a practical infrastructure w ith modern, if not fashionable, w orking tools. Depending on the position, w e
are open to flexible w orking hours.
Information, communication and behaviour
Regarding information and communication, w e practice the principle of reciprocity: actively com-municate
information and actively obtain information. W e behave in a respectful, loyal, open and honest manner, and act
w ith integrity. W e complete our tasks w ith dedication and to the best of our know ledge.
W orking environment
W e w ork in an environment of mutual trust. W e hold joint events to build team spirit and mutual understanding.
@@@@@@@@@@@@@@@@@@
CASE STUDY : 2
Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among w hom
the rights people can be selected. Theoretically, recruitment process is said to end w ith the receipt of
applications, in practice the activity extends to the screening of applications so as to eliminate those w ho are not
qualified for the job.
Recruitment refers to the process of receipt of applications from job seekers. In reality, the term is used to
describe the entire process of employee hiring. These are recruitment boards for railw ays, banks and other
organization.
Q1) Explain in detail the general purpose of recruitment?

recruitment provides a desirable number of candidates for an organization's open positions. Recruitment also
manages the costs in time and money for hiring employees. Recruitment enables the organization to meet social
and legal obligations. By sourcing, developing and recruiting candidates, recruitment facilitates the organization's
hiring process.
The recruitment process is one of the most fundamental value added HR Processes. The recruitment is especially
critical for managers in the organization. The managers use the recruitment process intensively, and satisfaction
w ith Human Resources is mostly about the satisfaction w ith the recruitment process.
The recruitment process is sensitive to the external and internal changes, and it can be used as the best indicator
for the future HR trends. By careful analysis of HR Recruitment Measures, the HR Management team can predict
the trends in the job market simply.
Main Recruitment Process Goals
The recruitment process is designed to staff the organization w ith the new employees, and it uses many different
recruitment sources to attract the right talent in the defined quality and w ithin a defined time.
The recruitment process has several goals:
Find the best talents for the vacancies
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Manage the recruitment sources

Manage the vacancies in the organization
Run the internal recruitment process
Building the strong HR Marketing platform
Co-operation w ith local and international universities
Provide feedback about the trends in the job market
Most recruitment goals are not visible to managers directly, and they use just sourcing of the job candidates as
the main outcome from the recruitment process. HR has to use the other outcomes from the recruitment process
as it is the source of valuable information.
Finding the best talents on the job market
This is the most important goal of the recruitment process. The HR Recruiters are paid for delivering the
candidates to managers, w ho make the final decision about hiring a new employee.
The organizations are fighting for the best talents in the job market. HR Recruiters have to develop the
competitive approaches to make the attractive job offers. The candidates select the organization, w hich is
recognized for being modern and competitive. The job adverts and job offers have to reflect this.
The managers love to hire the best employees available on the job market. They love to interview motivated job
candidates. The role of HR is to describe the real need to the manager. Many times, the best job candidate is not
the appropriate job candidate.
Recruitment Sources Management
The recruitment sources management is an extremely significant goal of the recruitment process. The recruitment
sources deliver the candidates for the selection procedure in the organization. The better the candidates are; the
higher quality job candidates can be hired. The proper management of the recruitment sources has a significant
impact on the competitive advantage of the organization.
The better employees do not have to be more expensive, but the organization has to manage the recruitment
sources to attract the high quality job candidates.
Building the Strong Internal Recruitment Process
The external recruitment is not the only goal of the recruitment process. Building the strong internal recruitment
helps the organization to keep the best talents in the organization. The employees have a chance to apply for a
new job position, and they can change their career path.
The internal recruitment is a difficult HR topic as the managers have to allow their best employees to take a new
role w ithin the organization. The role of Human Resources is in allow ing the best employees to rotate and in
supporting the managers in developing the successors.
HR Marketing
The HR Marketing is essential for the large organization, w hich need to attract many job candidates. The large
organization cannot hire just the experts; they have to attract many university graduates. The graduates do
select the employer by the strength of the brand name on the job market and offered opportunities in the
organization.
The HR has to design the recruitment activities, w hich support the name of the employer on the job market. The
organization has to build a positive brand name, and it has to promote the job opportunities and excellent career
paths.
=========================
Q2) Explain factors governing Recruitment?

Factors Governing Recruitment:
Given its key role and external visibility, recruitment isnaturally subject to influence of several factors. These
include external andinternal forces.
External Forces:
Of particular importance is the supply and demand of specific skills in the labour market. If the demand for a
particular skill ishigh relative to the supply, an extraordinary recruiting effort may be needed.W hen the
unemployment rate in a given area is high the companiesrecruitment process may be simpler. The number of
unsolicited applicantsis usually greater, and the increased size of the labour pool provides betteropportunities for
attracting qualified applicants. On the other hand, as theunemployment rates drops recruiting efforts must be
increased and new sources explored.Labour-market conditions in a local area are of primary importance
inrecruiting for most non-managerial, supervisory and middle-mgt. positions.How ever, so far as recruitment for
executive and professional positions areconcerned conditions of all India market are important.Another external
factor is political and legal considerations.Reservation of jobs for SCs, STs, minorities, and other backw ard
classes(OBCs) is a political decision. The companies image also matters inattracting large number of job seekers.
Blue-chip companies attract largenumber of applications. Often, it is not the money that is important. It is
theperception of the job seekers about the company that matters in attractingqualified prospective employees.
Internal Factors:
There are certain internal forces w hich deserveconsideration w hile recruiting personnel. One such internal factor
is the recruiting policy of the organization. Most organizations have a policy onrecruiting internally (from ow n
employees) or externally (from outside theorganization).Generally, the policy is to prefer internal sourcing, as ow n
employees know the company w ell and can recommend candidates w ho fitthe organizations culture. Another
related policy is to have temporary and part-time employees. An organization hiring temporary and part-time
employees is in a less advantageous position in attracting sufficient applications. MNCs operating in our country
prefer local citizens as they can understand local languages, customs and business practices w ell.
A major internal factor that can determine the success of therecruiting programme is w hether or not the company
engages in HRP.Effective HRP greatly facilitates the recruiting efforts.Size is another internal factor having its
influence on the recruitmentprocess. An organization w ith one hundred thousand employee w ill findrecruiting less
problematic than an organization w ith just one hundredemployees.Cost of recruiting is yet another internal factor
that has to beconsidered. Recruiting cost are calculated per new higher and fig. isconsiderable now -a-days.
Recruiters must, therefore, operate w ithinbudgets. Careful HRP and forethought by recruiters can
minimizerecruitment costs. One cost-saving measure, for instance, is recruiting formultiple job openings
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simultaneously. The best solution is to use proactivepersonnel practices to reduce employee turnovers, thus,
minimizing theneed for recruiting. Evaluating the quality, quantity and cost of recruitmenthelps ensure that it is
efficient and cost-effective.Finally, an organization registering grow th and expansion w ill havemore recruiting on
hand than the one w hich finds its fortunes declining.
Q3) Explain the Recruitment process w ith diagram?

AN OVERVIEW OF THE PROCESS
----------------------------------------------------------------------------------PROCESS ELEMENTS
FOR ALL POSITIONS
---------------------------------------------!------------!---------------------STEP 1
PREPARING JOB ANALYSES
PREPARING JOB DESC
---------------------------------------------------------------------------------STEP 2
PREPARING JOB SPECS
----------------------------------------------------------------------------------STEP 3
DECIDING TERMS AND
CONDITIONS OF EMPLOYMENT
[ MEETS ALL GOVERNMENT REGULATION ON EMPLOYMENT CONDITIONS]
-----------------------------------------------------------------------------------STEP 4
ADVERTISING
[COPY/MEDIA PLAN]
except for senior positions [ head hunting]
[ MUST REFLECT TRUTH, NO FALSE INFORMATION,
NO GENDER BIAS, NO DISCRIMINATION,NO AGE BAR, ETC]
--------------------------------------------------------------------------------------------------------------------------------------STEP 5
INTERNAL APPLICANT
EXTERNAL APPLICANT
except for tech [ outsourcing ]
ONLINE APPLICANT
and senior positions [ head hunting]
-------------------------------------------------------------------------------------------------------------------------------------STEP 6
SIFTING APPLICATIONS
----------------------------------------------------------------------------------------------------------STEP 7
PERSONAL INTERVIEW
-INDIVIDUAL PER TO PER
----------------------------------------------------------------------------------------------STEP 8
-PANEL INTERVIEW
------------------------------------------------------------------------------------------------------STEP 9
-SELECTION BOARD
only for senior positions
------------------------------------------------------------------------------------------------------STEP 10
TESTING [ BEHAVIORAL]
-PSYCHOLOGICAL procedural element for all positions except senior position
-PERSONALITY
procedural element for all positions except senior position
-ABILITY
-APTITUDE
-PSYCHOMETRIC
procedural element for all positions
-----------------------------------------------------------------------------------------------------------------------------------STEP 11
TESTING [ TECHNICAL ]
only for tech. positions
-----------------------------------------------------------------------------------------------------------------------------------STEP 12
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ASSESSMENT CENTRE
only for senior positions
-POTENTIAL
----------------------------------------------------------------------------------------------------------------------------------STEP 13
OBTAINING REFERENCE
---------------------------------------------------------------------------------------------------------------------------------STEP 14
CHECKING REFERENCE
------------------------------------------------------------------------------------------------STEP 15
MAKING DECISION
[ NO DISCRIMINATION, NO COLOR BAR, NO SEX DISCRIMINATION,
PURELY ON MERIT ]
-----------------------------------------------------------------------------------------------STEP 16
OFFERING EMPLOYMENT procedural element for all positions
------------------------------------------------------------------------------------------------STEP 17
PREPARING EMPLOYMENT
LETTER
----------------------------------------------------------------------------------------------------------------------------------STEP 18
-HR sends out letters to the unsuccessful candidates.
--------------------------------------------------------------------------------------STEP 19
-HR CHECKS REFERENCES.
[ ABIDE BY LAW ]
--------------------------------------------------------------------------------------STEP 20
-HR SENDS OUT OFFER LETTERS TO SUCCESSFUL CANDIDATES.
----------------------------------------------------------------------------------------STEP 21
-THE LINE MANAGERS / AGREE TO THE START DATE
AND INDUCTION PROGRAMME.
-------------------------------------------------------------------------------STEP 22
PERSONAL FILE CREATION
-HR CREATES ''PERSONAL FILE ''.
--------------------------------------------------------------------------------STEP 23
HANDOVER TO HR / ADMINISTRATION
-THE LINE MANAGER HANDS OVER THE RESPONSIBILITY
FOR PAYROLL ADMIN AND INDUCTION TO HR.
----------------------------------------------------------------------------------STEP 24
-HR PREPARES W ELCOME PACK / EMPLOYEE MANUAL.
-----------------------------------------------------------------------------------------STEP 25
ARCHIVING OF APPOINTMENT FILES.
-HR ARCHIVES SELECTED CANDIDATES FILE.
-HR DESTROYS UNSUCCESSFUL CANDIDATES FILES
AFTER 6 MONTHS.
[ BY LAW , ALL OLD FILES MUST BE DESTROYED ]
=======================================================
==========================================================
Q4) Explain Recruitment planning?
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Recruitment is the process used by an organization to locate and attract job applicants in order to fill a position.
An effective approach to recruitment can help a company successfully compete for limited human resources. To
maximize competitive advantage, a company must choose the recruiting method that produces the best pool of
candidates quickly and cost effectively. There are five steps to the process.
STEP 1: IDENTIFY THE JOB OPENING
This step w ould appear to be an easy one-just w ait until an employee turns in a notice of resignation. Many job
openings are, in fact, identified in this w ay. A major problem w ith this approach is that it may take the company a
long time to fill the opening. For instance, it usually takes six to eight w eeks to notify and screen applicants, and
a w eek or more to make a decision regarding a job offer. After the decision is made, the selected candidate must
give notice (usually about tw o w eeks) to his or her previous employer. Thus, the job in question is likely to remain
vacant for months, even if the process runs smoothly.
Ideally, organizations should attempt to identify job openings w ell in advance of an announced resignation. The
HRM department should plan for future openings in both the short and long term. The projection of future
openings provides organizations w ith the time needed to plan and implement recruitment strategies so that they
do not fall prey to the "must-hire-by-last-w eek" syndrome. The HR plan should answ er at least the follow ing
questions:
Are any new ly budgeted positions opening soon?
Is a contract under negotiation that may result in the need for additional hires?
W hat is the amount of expected turnover in the next several months?
STEP 2: DECIDE HOW TO FILL THE JOB OPENING
The first question to ask after determining that an opening exists is "Do w e need to find a new person to fill the
vacant position?" Sometimes it is unnecessary to staff a vacant position because the firm can rely on other
alternatives. For instance, it may be more prudent to provide overtime opportunities to current w orkers to
complete the needed w ork. Other alternatives include job elimination and job redesign (i.e., incorporating the
tasks of the vacant position into currently existing positions). If the firm chooses to fill the vacancy, it must
address tw o issues: (1) w hether to outsource, and (2) in the absence of outsourcing, w hether to recruit
candidates internally or externally.
STEP 3: IDENTIFY THE TARGET POPULATION
Now the organization must determine w hat types of individuals it is looking for to fill the vacant positions. To
address this question, an organization must define its target population. Tw o issues arise here: (1) specifying
w orker requirements and (2) deciding w hether to target a certain segment of the applicant population.
An organization must identify specific requirements of the job: the duties, reporting relationships, salary range for
hiring, and competencies required of a new w orker (e.g., education, experience, know ledge, skills, and abilities).
Ideally, much of this information w ill have been gathered during a job analysis and thus be contained in the job
description. If not, the recruiter should gather it from the hiring manager. An organization must also decide at this
point w hether to target all qualified applicants or to focus its recruitment efforts on certain segments of the
qualified applicant population.
W hen recruiting internally, the issue is this: Should the company post the job so that all qualified employees can
be considered? Or should the company select certain high-potential employees and groom them for the position?
W hen recruiting externally, the company must decide w hether to inform all potential applicants or target certain
types. Companies may reap advantages w hen they target members of certain groups. Another strategy is to
target graduates of specific schools that have exceptionally strong programs in the functional areas of concern.
Additionally, some companies target top-performing employees w orking for other companies. Recruitment of such
individuals poses some unique problems, how ever; these individuals may be difficult to reach because they are
not actively seeking a new job. Moreover, the practice of pirating employees from other firms raises some serious
ethical questions.
STEP 4: NOTIFY THE TARGET POPULATION
Once an applicant population has been targeted, the company must determine how to notify these individuals of
the vacant position. A variety of recruitment methods may be used for communicating vacancies. A firm can benefit
from both low -involvement and high-involvement strategies at this stage of the recruitment process. Low involvement strategies are things such as corporate sponsorship or advertisements of the company's product or
service may influence applicants' positive perceptions of that firm and therefore increase applicant attraction, but
do not specifically identify a job opening. High-involvement recruitment strategies involve things such as detailed
recruitment advertisements or employee endorsements, w hich occur w hen potential applicants meet w ith current
employees to hear more about their experiences w ith that company. Both low -involvement and high-involvement
strategies have a positive effect on the number of applicants w ho apply for jobs w ith an organization and on the
quality of the applicants w ho apply.
W hen choosing a specific w ay to notify the target population, different recruitment methods may be used. Some
popular options are internal job postings; new spaper, radio, and television advertisements; trade magazine
advertisements; Internet job sites; college campus interview s; and current employee referrals. The choice of
w hich to use depends on the number of positions to be filled, the cost of each recruitment method, the
characteristics of the target audience, and economic conditions.
The more positions to be filled, the more w idely the firm may choose to advertise, perhaps using a new spaper or
radio advertisement. Costs differ for recruitment methods and a firm may be w illing to invest more in recruitment
w hen suitable applicants are difficult to find or w hen poor hiring decisions may be costly. The characteristics of the
target audience influence recruitment method; for example, using an Internet posting w ould be fruitless if most of
the applicant pool is unlikely to have access to a computer. Poor economic conditions, w here unemployment is
high, w ill result in higher numbers of job applicants and possibly a low er average level of quality of applicants. In
this situation, to avoid spending an inordinate amount of time w eeding through applications, firms must
discourage all but the best applicants from applying.
STEP 5: MEET W ITH THE CANDIDATES
Finally, the most qualified candidates are brought in for interview s and other assessment procedures. These
serve both selection and recruitment purposes. From a selection perspective, they give the firm a chance to
further assess the candidates' qualifications. From a recruitment perspective, they provide the candidates w ith an
opportunity to learn more about the employment opportunity.
Candidates should be provided w ith information about the company and the job. Failure to provide a sufficient
amount of information could be detrimental to the recruiting process. For example, it may be interpreted by the
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candidates as an attempt to evade discussion of unattractive job attributes, or it may be view ed as an indication
of the recruiter's disinterest in them. W ithout specific information, applicants might accept a job offer w ithout
know ing about aspects of it that might affect their long-term job satisfaction, or they may refuse an offer w ithout
know ing about some of the job's attractive attributes.
@@@@@@@@@@@@@@@@@@@@
CASE STUDY : 3
Navin AGM materials, is fuming and fretting. He bumped into Kiran, GM Materials, threw the resignation letter on
his table, shouted and w alked out of the room sw iftly.
Navin has reason for his sudden outburst. He has been driven to the w all. Perhaps details of the story w ill tell the
reasons for Navins bile and w hy he put in his papers, barely four months after he took up his assignment.
The year w as 2005 w hen Navin quit the prestigious Sail plant at Mumbai. As a manager material Navin enjoyed
the pow er. He could even place an order for materials w orth Rs 25 lakh. He needed nobodys prior approval.
Navin joined a pulp making plant located at Pune as AGM Materials. The plant is ow ned by a prestigious business
house in India. Obviously perks, designation and reputation of the conglomerate lured Navin aw ay from the public
sector.
W hen he joined the pulp making company, little did Navin realize that he needed prior approval to place an order
for materials w orth Rs 12 lakhs. He had presumed that he had the authority to place an order by himself w orth
half the amount of w hat he used to do at the mega steel maker. He placed the order material arrived, w ere
recived, accepted and used up in the plant.
Trouble started w hen the bill for Rs 12 lakh came from vendor. The accounts department w ithheld payment for
the reason that the bill w as not endorsed by Kiran. Kiran rused to sign the bill as his approval w as not taken by
Navin before placing the order.
Navin felt fumigated and cheated. A brief encounter w ith Kiran only aggrarated the problem. Navin w as curtly told
that he should have know n company rules before venturing. Navin decided to quit the company.
Q1) Does the company have an orientation programme?

It doesnt look like the company has an orientation programme or it is inaffective.
---------------------------------------Q2) If yes how effective is it?
It is not as effective, as it should be.
-----------------------------------------Q3) How is formal Orientation programme conducted?
The orientation process has three stages:
1 A general orientation
2 A departmental orientation, and
3 A specific job orientation
They are conducted by different parties.
The General Orientation is usually managed by either the Training Department or the Human Resources
Department, w ith the Departmental Orientation by the Department Head or first Assistant, w hile the specific Job
Orientation can be carried out by an experienced and trained employee (trained on how to train). These
guidelines are intended for people conducting the General Orientation:
A general rule of thumb for having the audience interested in the general orientation is to
1 Make them feel at ease (open circle).
2 Make sure that they had enough time to read the employee manual ahead of orientation time.
3 Spend a good portion of the introduction time tow ards self-introductions, spiced w ith open questions.
4 Get them to know w ho Management is: have a big chart in the orientation/training room w hich depicts how
the organisation is set up, w ith photos of the management team next to their title.
5 Get them acquainted w ith the operation: have another large chart in the room depicting the flow of w ork and
communications regarding the organization; this flow should include customers, suppliers and all parties affecting
the organisation (I had just planned such a chart for the hotel w here I dealt w ith Training and Development,
w rote it out in text, had an artist depict it w ith cartoon characters on a big w hite chart, making it educational but
humorous - after all this w as a hotel. Maybe in a technical company humour is not allow ed. I explained it to the
artist and w e show ed how each job position affected the final product since the customer's / guest's first contact
w ith the operation and ending w ith the last contact.
6 Have them know and see departments in operation: based on this draw ing I conducted the orientation and
explained all functions of the hotel, promising a personal tour of all the departments w e discussed, including back
areas, w here the Department Heads received us personally and gave further insight on their departments.
7 Allay their fears and doubts: cover subjects w hich are usually never mentioned in orientations, such as the
difficulties new employees or supervisors experience, about turnover figures, about how people assimilate better
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after hanging out three months, about how they can turn to you for any difficulties they experience, be it
regarding their rejection by existing old-timers or other matters. Let them know they can alw ays turn to you for
confidential advice (do not forget that any new person has fears and doubts regarding being accepted,
succeeding or failing).
8 Encourage friendships among new employees: try to create a team spirit among the existing group of
new comers - by the end of the day or the tw o days you w ill have created a group of employees at different levels
and from different departments w ho w ill cooperate and enhance communications across the organisation.
9 Extend respect to them as human beings: have lunch w ith them as a group (I saw too many people w ho
conduct orientations go to a different lunch room and this is very insulting).
10 Enable first hand contact w ith upper management: have different Executives come to w elcome the group and
assure them of management's commitment to help them succeed. Introduce each of the new comers, dw ell on
their position, career background and personal interests.
11 Assure them that the organisation w elcomes their observations, comments, and critiques.
12 Last but not least, share company goals w ith them. Discuss it w ith them. Ask w hat their ow n personal and
career goals are and try to (right there and then) mesh their ow n goals w ith the company goals.
This strategy (action plan) has proven to be highly successful. It cuts dow n on turnover drastically, engenders
trust, cooperation and motivation.
Although these sessions should be w elcoming, orientations for new employees should also be more than a feelgood gesture. They should also be more than an instructional session that provides essential human resources,
benefits, and payroll information for new employees. The most effective orientations help new employees
understand w hat w ill be expected of them and prepare them for the organization's w ork culture.
Orient the expectations of new employees
Managing expectations has long been a mantra of salespeople, account executives, and others w hose
responsibilities are focused primarily outside the organization. Expectation management falls on human resources
managers as w ell. Managing expectations can start as early as during new -employee orientations.
In new -employee orientations, the HR manager is essentially bringing new employees' expectations in line w ith
the organization's expectations. Accurately aligning these sets of expectations in the first w eeks of employment
helps employees become productive more quickly and ensures that they enjoy greater job satisfaction
throughout their tenures. Some studies suggest that w ell-executed new -employee orientations can also:
1 Lengthen the time that employees stay w ith a company.
2 Enhance staff cooperation and communication.
3 Improve client-customer relations because staff members have better w ork attitudes.
Communicate the organization's big picture
W here is your organization going? Even if your company has not made a formal strategic planning document, it
has communicated some important long-term goals. Too often, how ever, these goals aren't shared w ith new
employees w hose efforts help determine w hether the organization's goals are met. Therefore, it should come as
no surprise that employees, even entire departments, sometimes operate under disparate assumptions about
the company's priorities and objectives.
All new employees, from entry-level staff members to senior executives, should view themselves as members of
an organization-w ide team w orking tow ard a defined and united goal. Certainly new employees need to
understand their specific roles, but first they need to understand the big-picture objectives of the organization,
including objectives such as:
1 Is the organization striving to be an industry innovator?
2 Is the organization w orking to develop an international presence?
W hatever the objectives, new employees should be given a brief introduction to your organization's goals. If you
can, provide a copy of your annual report or a company brochure that explains your organization's goals. W ith a
bigger-picture perspective, employees are better equipped to understand their specific role as it relates to longterm objectives.
Describe the unspoken company culture
Company culture can't be fully captured in job descriptions or employee manuals, because culture is both explicit
and unspoken. Most employees determine w hat behaviors are acceptable as the organization evolves. How ever,
an effective orientation can help new employees transition more easily into the unique culture of your
organization.
Even in highly conventional corporate cultures, it's preferable to share the unspoken aspects of company culture
to ensure that all new employees understand their w ork environments. Don't make the mistake of assuming that
cultural nuances are obvious or that new employees w ill raise questions if they're unsure about w hat to w ear or
w hen to arrive at w ork.
Some unspoken aspects of company culture to share are:
1 Dress code W hat's the norm for the dress code?
2 Internal communication Is vertical communication encouraged or frow ned upon?
3 Phone etiquette Do employees routinely forw ard their phone calls to voice mail?
4 Parking Are there any unspoken rules about w here employees can park?
5 Lunch Do most employees eat in or out? Are there good places to eat nearby?
6 W ork hours Are w ork hours fixed or flexible?
7 Extracurricular activities Are there groups of employees that get together outside w ork?
8 Attitudes Are w ork teams more cooperative or more competitive?
Share the routine details
As a seasoned HR professional, you probably already use a comprehensive checklist to ensure that new
employees receive and complete all required documentation, from W -4 forms to insurance forms to e-mail account
requests. Unfortunately, the sheer volume of this paperw ork can eclipse the routine information that new
employees need on their very first day.
To help new employees get started, be sure that they know :
1 The layout of your office or campus A tour is preferable, but at the very least provide a user-friendly map.
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2 The location of the restrooms Inform them of the locations of restrooms near their w ork areas.
3 Names and contact information of tw o cow orkers Give them the contact information of tw o cow orkers in their
department, besides their immediate supervisor or hiring manager.
Outline the employee's specific role
The best w ay for new employees to become productive quickly is by immersing themselves in their new positions.
Immerse new employees in their jobs For positions w ith formal training, immersion is easy. New employees simply
pass from orientation to training, often in the same day. For positions w ithout formal training, role immersion can
be more difficult.
Too often, supervisors and managers aren't available w hen new employees start, so employees are left w ith little
more to do than read the company handbook during their first few days on the job. This can be confusing,
especially for new employees w ho are expecting a challenging, fast-paced environment.
Introduce new employees to their jobs The best employee orientations conclude w ith introductions to each
employee's specific job role. If several employees in a single role have been hired at one time, this introduction
can occur in a group setting. Otherw ise, new employees should receive one-on-one introductions from their
managers or team leaders as part of their orientation.
Orient employees for success
Starting a new job alw ays involves a learning curve, but effective orientations can help new employees make the
transition by equipping them w ith:
1 An understanding of company goals.
2 An appreciation for the company's unique culture.
3 Routine information to get started.
4 An introduction to their role w ithin the organization.
Employees w ho are w ell oriented to the company and to their jobs are ready to begin making a significant
contribution.
##########################################
Q4) If you w ere Navin w hat w ould have you done?
1.DISCUSS THE PROS/CONS OF THE CURRENT SYSTEM AND THE NEED FOR REVISION FOR THE SAKE OF
OPERATION EFFICIENY.
####################
CASE STUDY : 4
Bitter it may taste, shrill it may sound, and sleepless nights it may cause, but it is true. In a major shake up
Airbus. The European aircraft manufacturers has throw n a big shock to its employees. Before coming to the
details of the shock, a peep into the companys resume.
Name Airbus
Created 1970
President CEO : Vijay M.
Employees 57000
Turnover 26 Bn (Euro)
Total Aircraft sold (Feb 2007) 7187
Delivered 4598
Headquarters Paris (France)
Facilities 16
Rival Boeing
Airbus announced on February 27, 2007 that it w ould shed 10,000 jobs across four European contries and sell six
of its unit. N the same day the helpless w orkers did w hat w as expected of them dow ned tools and staged
protests. The protesting w orkers at Airbuss factory at Meaulte, northern France, w ere seen picketing outside the
factory gate after holding up production a day earlier. To be fair to Airbus, its management entered talks w ith
unions before the job loss and sale w as formally announced. But the talks did not mollify the agitated w orkers.
Job sheating and hiring of units are a part of Pow er and restructuring plan unleashed by Airbus to save itself from
increasing loss of its ground to the arch rival, Boeing Co.
Airbus Pow er & Strategy w as first mooted in October 2006 but sparkled a split betw een France & Germany over
the distribution of job losses and the placement of future ones. Later the tw o countries agreed to share both job
losses and new technology.
The pow er and plan, if finalized, w ould mean a 3 per cent reduction to Airbuss 55000 employee strength.
Q1) W hy should Pow er and focus on shedding jobs to save on cost?

It is a mean to save the company and carry on the good w ork.
------------------------------------Q2) Are there no alternative strategies?
THRER ARE ALTERNATIVES BUT THE FUNDING IS THE MAJOR CONSTRAINT.
--------------------------------------Q3) W ill the proposed shedding of jobs and scale of six units help airbus survive the intense competition from
Boeing?
YES, THIS IS THE EXACT SITUATION.
----------------------------------Q4) Comment on the w hole issue?
THES W HOLE ISSUE COULD HAVE BEEN AVOIDED, IF THERE W AS AN EFFECTIVE STRATEGIC PLANNING.
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Q3) Explain few personnel policies?

Q1) Explain in detail the general purpose of recruitment?

Q1) Does the company have an orientation programme?

Q1) W hy should Pow er and focus on shedding jobs to save on cost?

Q2) W hat are the sources and content of personnel policies?

Attention on objectives of the organization.

CHARACTERISTICS OF PERSONNEL POLICY

PRINCIPLE OF PERSONNEL POLICY

Name of the company.

Q3) Explain few personnel policies?

Q4) Explain principles of personnel policies?

Q1) Explain in detail the general purpose of recruitment?

Manage the recruitment sources

Q2) Explain factors governing Recruitment?

Q3) Explain the Recruitment process w ith diagram?

Q4) Explain Recruitment planning?

Q1) Does the company have an orientation programme?

Q1) W hy should Pow er and focus on shedding jobs to save on cost?

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